66 content ideas, so many good ones the client saw a multi-year calendar.

Selling workplace design into manufacturing companies is complicated. Decisions take a long time, involve many people and often compete with production equipment for the same capital.

The company wanted content that would help its sales teams through that process: content that shifts how buyers think, helps internal champions make the case and supports how decisions really get made inside complex organizations.

To do that, it first needed to understand where deals gain momentum and where they stall.

We began with sales conversations. Four sales leaders shared what they see in deals across manufacturing, defense, aerospace and automotive accounts: where deals stall, what buyers object to and what content is missing at every stage.

We grounded that in outside research on how complex B2B purchases behave, and built a six-stage manufacturing buyer journey from scratch. From the journey, we identified the moments that matter most, including the consensus-building and senior-influence moments where most deals are won or lost.

Next came the narrative: one overarching position, with five supporting themes that give sales teams consistent story angles. Then the content ideas themselves, 66 of them, each tied to a stage of the journey and ranked by effort and impact. Finally, we mapped a production pipeline that runs from voice-of-customer intake all the way to design.

We worked in seven sprints, from research to a content engine, an activation plan and a measurement framework, and ran an in-person workshop where the client team chose its anchor assets. Every idea was scored on effort and impact, so quick wins and bigger investments were clear from day one.

The company came away with 66 ranked content ideas, each tied to a stage of a six-stage buyer journey, a persona and a sales use. In the workshop, the team chose three anchor assets: a field guide that maps work modes to space types, a report on the conditions behind serial innovation built to open C-suite doors, and an analysis of the cost of waiting.

The narrative gave every seller the same story: one umbrella statement, three core beliefs and five editorial themes. The activation plan put sellers in charge of distribution rather than creation, with dealer co-marketing kits shipping the week before each campaign wave.

The response said the rest. The content lead called it a 44% approval rating because there were so many good ideas, and said she could see them as a multi-year editorial calendar. The CMO called the final summary chock full of good thinking, and introduced us to the head of global brand communications to talk about what comes next.